The modest yard of my childhood home had one crown: the Rose Garden. Although none of us were great gardeners, 25 healthy rose bushes produced a steady supply of flowers.  Credit goes to Per (pronounced “Pare”), the top gardener at my father’s workplace.  He selected and planted the roses, taught us how to water and fertilize them, and emphasized the key to sustainable blooms year after year: Per’s Principle.

The long-term success of the garden

depends on how one cuts the rose.

Cut in the right place, at the best angle, with a sharp tool, and the site will heal quickly and produce even more blossoms.

 But hack away at the plant indiscriminately, and you might ruin it forever.

Per’s Principle is not limited to roses.  Most organizations find the need to reduce staff at some time.  Many have done so recently (or should now).  But few leaders understand Per’s Principle, either related to roses or their followers.

Cut in the right place.

It might be easiest to reduce staff through attrition or to get rid of the person who is most difficult to manage.  But consider the organization as an organism, like a body.  All systems work together.  Cut out half your lungs and you will still survive, but your potential will be noticeably reduced.  Visualize the future organization, consider who you need to retain and focus on keeping them.

Cut at the best angle.

Treat the people you are letting go with respect, and help them transition well.  This might mean keeping them on payroll a little longer than you would like or extending their benefits.  Remember – she is a trusted partner in your organization.  If you help him land on his feet, he is more likely to find employment faster and be complementary about you and your organization.  Try to find a way to give advance notice.  Honor the contributions she has made and avoid humiliating her in front of her peers.

Use the correct tool.

Any cut is painful.  Manage that pain by using proper change management tools before, during and after the reduction.  Consider the feelings and motivations of the remaining staff – if it looks to them like the ship is sinking, your best performers will head for the lifeboats.  Explain your reasons to the remaining staff and help them understand how this change is a well-planned, strategic decision.  Be transparent. Let them see your vision for the future and how they play a critical role going forward.

It still might get ugly.  But these actions will help protect your reputation inside and outside the organization.  These are real people with real lives.  How you handle this important transition could bring quick healing and greater production or irreparable damage.  If you are going to wield the clippers, please remember Per’s Principle.

What About You?

• Have you ever felt awkward being asked to cut someone’s position in a cold and detached manner?   How could you introduce an alternate approach?
• Were you one of the survivors following a layoff?  Having observed how it was handled, how did you feel toward your employer afterward?

Comment on this post and share your story.

At ENTERCHANGE we help organizations grow healthy, collaborative teams.  Contact Us for a free assessment of your “garden.”

Copyright © 2011 ENTERCHANGE

For many years, Campbell Soup Company exercised a disciplined and intentional strategy to keep its brand fresh.  You see, Campbell built its reputation identifying with good old home cooking. Yet, if the soup label never changed, consumers might begin to think they were buying old food.

The solution?  Update the the soup label incrementally. 

For much of its 110 year history, I’m told Campbell’s® soup labels underwent some minor alteration at least once each quarter.  Very small changes – barely perceptible to the consumer.  But enough so that the labels continued to look “fresh” while maintaining their “retro” look.

 There is an important lesson here about change management.

Sometimes rapid change is required to avoid calamity. (The toddlers whose parents scoop them up just before they run into the path of a car might protest the sudden change of plans, but good parents will take immediate action anyway.) More often, change can be introduced more gradually. 

The best leaders know that they are more likely to gain willing followers with an incremental approach.

When change is introduced, people will identify with one of three categories: those who support it, those who oppose it and those who are neutral.  Look how their responses can vary when change is gradual versus rapid: 

So the next time you lead a change, consider how to break it into smaller steps.  You will likely have greater support – and they might not even notice!

What About You?

1. Have you led change using an incremental approach? How did that impact your success?
2. Have you been the recipient of change that was carried out too fast, too slow or just right? 

Leave a reply below and tell us about it.

Contact Us for more ideas on how to implement change effectively.

Copyright © 2009 ENTERCHANGE